2015 southeast asia staffing trends

Must-Know Staffing Trends for 2015

2015 Southeast Asia Staffing Trends Build, engage and recruit more by staying ahead of these industry trends

Introduction To win in 2015, search & staffing leaders need to stay ahead of the latest staffing trends. Broader technology advancements have also begun to disrupt the talent industry, setting the stage for a dynamic and exciting future for the staffing industry.

About this survey We surveyed 1,993 staffing decision makers in 19 countries to understand whats keeping them up at night and where they see the industry headed in 2015. Get a head start on 2015: tap into our insights and chart your course for success.

02 Introduction

03 Executive summary

04 Part 1: The staffing industry in 2015

08 Part 2: Sourcing

14 Part 3: Brand

18 Part 4: The future of staffing

2 Southeast Asia Staffing Trends

Executive summary: Southeast Asia staffing trends

3 must-know talent acquisition trends and predictions for 2015

1 Sourcing: Social professional networks are by far the #1 source of quality hires for staffing firms.

2 Brand: Most firms prioritise the need to build their brand. Now their actions are beginning to catch up.

Think about the key quality hires that your organisation made in the past 12 months. Which of the following were the most important sources for those key positions?

77%

78%

56%

53%

Our brand has asignificant impact onour ability to engage

great talent

Our brand has asignificant impact onour ability to grow our

business

Those responsible forour brand have enoughresources to do it well

We regularly measurethe health of our brandin a quantifiable way

% Agree

Please indicate the extent to which you agree or disagree with the following statements as they relate to your firm's brand.

3 The Future: Passive candidate sourcing and social professional networks expected to shape the future.

62%

61%

43%

59%

65%

32%

Finding better ways tosource passive

candidates

Utilising social andprofessional networks

Boosting referralprograms

SEA Global

What do you consider to be the three most essential and long-lasting trends in recruiting for professional roles?

3

36%

38%

51%

66%

0% 20% 40% 60% 80%

2014

Social professional networks

Internet job boards

Employee referral programs

Your ATS/internal candidatedatabase

Southeast Asia Staffing Trends

Part 1: The staffing industry in 2015

Internal pressure and external threats Southeast Asia hiring volume and budgets remain healthy A whopping 76% of Southeast Asian staffing leaders project that their hiring volumes for full-time employees will increase this year. The gap between Southeast Asian hiring volumes and budgets remains wide. Staffing leaders must scale and invest wisely.

Considering only full and part-time professional employees, how do you expect the hiring volume across your organisation to change this year?

How has your organisation's budget for recruiting solutions changed from last year?

Part 1: The Recruiting Industry in 2015

79% 76%

42%

61%

20%

40%

60%

80%

100%

2013 2014

Hiring Budget

Hiring Volume

% with increase

What are the things that your competitors have done or may plan on doing that would make you most nervous?

22%

24%

25%

28%

25%

27%

27%

29%

Invest in their firms brand

Hire recruiters tostrengthen their team

Improve their clientexperience

Build and nurture strongtalent pools or pipelines

SEA Global

Talent pipelines, social media, and client experience are the top competitive threats More Southeast Asian companies are concerned about talent pipelining and client experiences than global companies are.


Priorities: Top priorities are growing new client base and being a strategic partner Client business development and being a strategic partner to clients are top priorities Southeast Asian staffing firms prioritise growing their client base and becoming a strategic partner as a top priority in 2015.

Boutique and large firms differ globally Small staffing agencies are significantly more likely to prioritise new clients and recruiting passive talent. We define small agencies as organisations with fewer than 10 recruiters.

Think about your firms top priorities for the next 12 months. Which of the following choices would you consider to be the most important and least important areas of interest for your organisation?

Think about your firms top priorities for the next 12 months. Which of the following choices would you consider to be the most important and least important areas of interest for your organisation?


20%

24%

30%

46%

53%

23%

27%

32%

42%

50%

Improving quality of hire

Recruiting/sourcing highly-skilled talent for my firm

Improving sourcingtechniques

Being a strategic partner tomy clients

Growing our base of newclients

SEA Global

50%

19%

56%

25%

Growing our base ofnew clients

Recruiting passivetalent

Large agencies Small agencies


Obstacles: Biggest obstacle to landing talent in 2015 is availability of quality talent Availability of quality talent is #1 obstacle Competition is the number one obstacle Southeast Asian companies face in attracting top talent, outstripping compensation.

Competition is obstacle for significantly more large firms than for boutique firms Competitive pressures are more of a threat to large firms than to boutique firms. Offers made by clients is also viewed as a threat to more large than small firms, although the difference is less significant.

What are your firm's biggest obstacles to attracting the best talent?


What are your firm's biggest obstacles to recruiting talent?

41%

45%

60%

47%

49%

57%

Offer made by my client(includes compensation,

role, location, etc)

Competition

Availability of quality talent

SEA Global

42%

49%

Competition



Part 2: Sourcing

8

Top source for quality hires: Professional networks Social professional networks are the top source for quality hires Social professional networks are the most important source of quality placements. Get ahead of this trend by tapping into social professional networks for quality placements.

Think about the key quality hires that your organisation (placed/made) in the past 12 months. Which of the following were the most important sources for those key positions?

Large and small staffing agencies are equally reliant on social recruiting globally Large agencies are more apt to use internet resume databases to place high quality talent with their clients. As smaller agencies gain increased access to data and information, this difference is one worth watching.

38%

32%

46%

14%

Social professionalnetworks

Internet resumedatabases



Part 2: Sourcing


36%

38%

51%

66%

0% 20% 40% 60% 80%

2014


Internet job boards


Your ATS/internal candidate database

Top source for quality hires: Professional networks Social professional networks are a major source for quality hires in Southeast Asia Staffing agencies are currently utilising social professional networks as a major source for the quantity of placements around the globe. Job boards and candidate databases are fairly close behind.

Think about the key quality hires that your organisation placed in the past 12 months. Which of the following were the most important sources for those key positions? Showing % with over 15% of hires.

Part 2: Sourcing

38%

50%

51%

15% 40% 65%

2014


Internet job boards

Internet Resume Databases

56%

54%

53%

42%

31%

26%

24%

58%

46%

44%

34%

22%

20%

19%


Internet job boards

Your ATS/ internal candidatedatabase

Internet resume databases

Company CRM system

Company career website


Large Agencies Small Agencies

Large staffing agencies are more engaged With the exception of social professional networks, large staffing agencies are more likely to utilise all sources for professional placements.


Sourcing: There are a handful of sources that provide both quality and quantity

How significant were each of the following as a source of white collar professional hires for your organisation in the past 12 months? (>15% quantity of hires)

5 sources of hire for quality and quantity globally


54% of global staffing leaders believe theyre not doing a good job tracking return on investment on sources of hire. Theres lots of room for improvement. As the gap between hiring volume and budgets widens, its time to invest in and optimise the sources that return both the best quality and quantity of candidates.

Part 2: Sourcing

Company career website

Company CRM system

Employee referral

programs

General career fairs

General social media

Job boards Internet resume

databases

Other Print

Social professional

networks

ATS/ internal candidate database

Best quality & quantity


Passive candidate recruiting: Southeast Asia above average Southeast Asia is above average for % of staffing firms that recruit passive candidates

Why passive candidate recruiting works Globally, 75% of professionals consider themselves Passive.

75% Passive

25% Active

Global Candidate Breakdown

Active candidate definition: Actively looking Casually looking a few times a week Passive candidate definition: Reaching out to personal network Open to talking to a recruiter Completely satisfied; Dont want to move

How would you describe your job search status? Source: LinkedIns Talent Trends 2014 study

To what extent does your recruiting organisation focus on reaching out to passive talent? To some extent or very much so.

Part 2: Sourcing

United Kingdom 95%

China 94%

United States 91%

Canada 89%

Southeast Asia 88%

Australia 87%

India 87%

Brazil 84%

France 84%

Nordics 82%

Netherlands 72%

87% Global average


Sourcing: Number of placements is most valuable hiring metric Number of placements is most valuable metric for staffing firms Client satisfaction and quality of placement are also important metrics staffing firms use to evaluate performance.

What is the single most valuable metric that you use to track your recruiting team's performance today?

Large agencies are about scale while small agencies are about satisfaction Globally large agencies tend to judge themselves on the number of placements. Smaller agencies tend to be more focused on client satisfaction.

What is the single most valuable metric that you use to track your recruiting team's performance today?

Part 2: Sourcing

18%

28%

29%

18%

24%

33%

Quality ofplacement

Clientsatisfaction

Number ofplacements

SEA Global

32%

26%

18%

27%

30%

17%

Number ofplacements

Clientsatisfaction

Quality ofplacement

Large Agencies Small agencies


Part 3: Brand

14

Brand: Its a priority and top reasons to invest Brand is a key driver to hiring top talent Global staffing leaders agree that brand is a priority that impacts their ability to hire top talent. Their actions are now beginning to catch up. Companies can get ahead of the competition by creating a proactive brand strategy.

Please indicate the extent to which you agree or disagree with the following statements as they relate to your firms brand.

Part 3: Talent Brand

70%

58%

48%

37%

Our brand has asignificant impact on our

ability to grow ourbusiness

My company has a brandstrategy

Those responsible for ourbrand have enough

resources to do it well

We regularly measure thehealth of our brand in a

quantifiable way

% Agree

Top 4 reasons agencies invest in their brand The number one reason Southeast Asian agencies invest in their brand is due to increased competition. Southeast Asian agencies are more likely to cite this as a reason than global companies.

For what reasons are you spending more on your firms brand this year? Directed to leaders who report spending more on brand this year.

46%

51%

46%

40%

45%

49%

49%

54%

Increased belief in the impactof our firm's brand

Need to raise generalawareness

Increase in client demand

Increased competition

SEA Global


Brand: Top 4 channels for promoting it Small agencies rely on word of mouth while large agencies tend to rely on public recognition Small agencies tend to take the friends and family approach to building and promoting their brand. Large agencies are 2X more likely to rely on public recognition awards.

Fastest growing channel for promoting agency brands is online professional networks In Southeast Asia, online professional networks are the fastest growing channels for promoting a staffing agencys brand.

Which channels or tools have you found most effective in promoting your business?


58% 63%

0%

20%

40%

60%

80%

2013 2014

Online professional networks (e.g., LinkedIn)Our firm's websiteFriends/family, word of mouthTraditional Job Boards

Which channels or tools have you found most effective in promoting your business?

30%

16%

43%

8%

Friends/family, word ofmouth

Publicrecognition/awards



Brand: Southeast Asian companies are on top in prioritising and acting on their brand

Southeast Asian companies are on top when it comes to prioritising and acting on brand Agencies in Southeast Asia and India are leaders in branding. Get ahead of the competition today by prioritising and investing in your brand.


Brand is a top priority for our organisation

My

com

pany

has

a b

rand

stra

tegy

US UK

Australia India

Nordics

Brazil

Southeast Asia

China

Netherlands

France

Canada


Part 4: The future of staffing

18

The future: Professional networks and improved candidate & job matching are in the cards Passive candidate recruiting and social professional networks are here to stay Global and Southeast Asian staffing leaders believe that passive candidate recruiting and social professional networks are here to stay. SEA firms believe in the importance of referral programs significantly more than their global counterparts

Trend spotting: Candidate and job matching Candidate and job matching could reshape the recruiting industry. SEA firms believe that expanding into emerging markets is a key strategy for staffing firms of the future compared to their global peers.

What do you consider to be the three most essential and long-lasting trends in recruiting for professional roles?

Which of the following new and upcoming trends do you think will play a significant role in shaping the recruiting industry for the next 5 to 10 years?

Part 4: Predicting the Future of Recruiting

62%

61%

43%

59%

65%

32%

Finding better ways tosource passive

candidates

Utilising social andprofessional networks

Boosting referralprograms

SEA Global

51%

42%

40%

30%

51%

35%

33%

31%

Improved candidate andjob matching

Expanding into emergingmarkets

Recruiting becoming morelike marketing

Using "big data" forpredicting future talent

needs

SEA Global


Survey sampling and methodology Data Comparisons Global comparisons are reported as un-weighted averages from the noted

countries Historical data comparisons are taken from 2011, 2012 and 2013 Global

Recruiting Trends research, which had similar sampling criteria and methodology to 2014:

2014 survey fielded August-September 2014 with 201 SEA respondents

2013 survey fielded April-May 2013 with 24 SEA respondents

Survey Sample Survey respondents are talent acquisition professionals who:

Work for a staffing firm Represent an even mix of small, medium, and large

firms Have at least some authority in determining their

companys recruitment solutions budget Focus exclusively on recruiting professional hires for

clients Survey respondents are members of LinkedIn who have

opted to participate in research studies. They were selected based on information in their LinkedIn profile and contacted via email.

Brazil: 185

USA: 202

Canada: 201

UK: 201 China: 100

Southeast Asia: 201 India: 202

Australia: 200

Nordics: 100

France: 200

Netherlands: 201


About LinkedIn Talent Solutions LinkedIn Talent Solutions offers a full range of recruiting solutions to help organisations of all sizes find, engage, and attract the best talent. Founded in 2003, LinkedIn connects the worlds professionals to make them more productive and successful. With over 300 million members worldwide, including executives from every Fortune 500 company, LinkedIn is the worlds largest professional network.

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Discover additional insights:

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About the authors

Sam Gager Research Consultant, LinkedIn Talent Solutions Sam is an experienced researcher on LinkedIns Insights team. He and his colleagues uncover data-driven insights from LinkedIns proprietary data.

Lynette Pathy Field Marketing Specialist, LinkedIn Talent Solutions Lynette is an avid fan of great content and really enjoys helping talent professionals be successful by driving content to the Southeast Asian talent industry.

Esther Cruz Insights and Content Marketing Manager, LinkedIn Talent Solutions Esther is passionate about connecting people and opportunities. She enjoys creating content and disruptive thought leadership for the talent industry.

Ryan Batty Director of Marketing, LinkedIn Talent Solutions Ryan believes in the power of great storytelling to convey meaningful ideas. He leads a team of marketers capturing and sharing insights, ideas and stories to serve the talent industry.


Slide Number 1Slide Number 2Slide Number 3Part 1: The staffing industry in 2015Slide Number 5Slide Number 6Slide Number 7Part 2: SourcingSlide Number 9Slide Number 10Slide Number 11Slide Number 12Slide Number 13Part 3: BrandSlide Number 15Slide Number 16Slide Number 17Part 4: The future of staffingSlide Number 19Slide Number 20Slide Number 21Slide Number 22

2015 southeast asia staffing trends

Documents

staffing industry

future of staffing

staffing firms

latest staffing trends

search staffing leaders

industry trends introduction

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